Power & Renewable Energy

News and Insights

The U.S. grid’s historic crossroads: Meeting surging electricity demand through transmission expansion

 

The U.S. electric grid stands at a historic crossroads. After two decades of stagnant demand, electricity consumption is surging, driven by AI data centers, semiconductor fabrication, and widespread electrification. The Department of Energy projects a 57 percent expansion in interregional transmission capacity by 2035, signaling a generational shift in how the grid must be planned and built.

In the Midwest, MISO’s (Midcontinent Independent System Operator) $21.8 billion Long-Range Transmission Plan Tranche 2.1 represents the largest grid expansion in decades.  These projects are large, complex, and highly visible.  Experience shows that their success or failure is often determined long before construction begins.

The importance of aligning early to avoid dreaded project delays

Transmission projects rarely fail because of steel, conductor, or substations. They stall because of misalignment early in development when routing decisions, permitting strategies, land access, and stakeholder expectations are still fluid. In today’s environment, delays at this stage are costly, public, and difficult to recover from.

Through Atwell’s work on complex, transmission corridors, we have learned that the most significant risks tend to cluster early. When routing, environmental review, survey access, title clarity, and stakeholder engagement are treated as separate efforts, projects lose momentum precisely when certainty is most needed. Fragmentation creates blind spots, rework, and missed opportunities to address issues before they harden into opposition or regulatory delay.

The projects that move forward most smoothly share a common trait: early integration across disciplines, with decisions made using a shared understanding of constraints, risks, and downstream impacts.

Our experience extends across the complete sequence of activities that determine project success, and based on extensive history, integration of the key efforts plays a vital role:

  • Routing and GIS analysis – Evaluating alternative corridors using environmental, cultural, and land-use constraints to identify viable paths
  • CPCN strategy – Managing the complete Certificate of Public Convenience and Necessity process, from stakeholder engagement through testimony and compliance
  • Survey services – Multi-crew capacity delivering defensible boundary mapping, topographic surveys, and GIS-integrated parcel exhibits
  • Environmental studies – Wetland delineations, species surveys, cultural assessments, and agency coordination ensuring regulatory compliance
  • Title services – Comprehensive title reviews identifying and resolving encumbrances that could derail ROW acquisition
  • Land acquisition – Experienced agents securing permissions, negotiating easements, and managing landowner outreach across multi-state corridors

What experience has taught us about what really drives success

Across completed and ongoing transmission efforts, several patterns have emerged.

First, routing decisions improve dramatically when GIS analysis, environmental constraints, and land-use realities are evaluated together, not sequentially. Early comparison of alternative corridors using real data rather than assumptions reduces later re-routing, strengthens CPCN filings, and improves defensibility with regulators and stakeholders.

Second, survey and environmental work are not just technical steps; they are risk-management tools. Accurate, defensible base mapping and timely field studies reduce uncertainty for engineers, regulators, and landowners alike. Projects that invest early in these foundations experience fewer surprises and smoother transitions into permitting and ROW acquisition.

Third, title clarity is often underestimated until it becomes a problem. Unresolved encumbrances, access gaps, or ownership issues can derail schedules late in development. Experience has shown that identifying and addressing title risk early materially improves acquisition timelines and financing confidence.

Finally, stakeholder engagement works best when it is proactive and informed by data. Communities and landowners respond more constructively when they see that alternatives were evaluated, impacts were considered, and concerns were anticipated, not after decisions are locked in. Early transparency builds trust and reduces the likelihood of opposition escalating during formal proceedings.

Perspective and partnership

From a client perspective, early-phase transmission work is not about checking boxes, it is about protecting schedule, budget, and credibility. Competitive RFPs, CPCN processes, and regulatory reviews increasingly reward teams that can demonstrate readiness, coordination, and foresight. The ability to show that routing alternatives were explored, environmental risks were understood, land access was planned, and stakeholder concerns were addressed early is now a differentiator, not a luxury.

For utilities and developers operating in MISO’s footprint, this is especially important. Tranche 2.1 projects will be scrutinized not only for cost and engineering, but for how well risk is managed across land, environment, and public interface. Early decisions compound quickly, for better or worse.

A Perspective Built on Integration

Atwell’s role in these projects has reinforced a simple conclusion: the early phase determines everything that follows. Integration is not about efficiency for its own sake; it is about creating clarity in a process that is inherently complex and high-stakes.

Our experience across Michigan, Wisconsin, Minnesota, Illinois, Indiana, and Missouri has shaped a delivery approach centered on integration, transparency, and anticipation of risk. That perspective—earned through real projects, real constraints, and real stakeholder environments—is what we bring to each new corridor.

As Tranche 2.1 advances and additional portfolios emerge, Atwell knows that the need for thoughtful, early-phase coordination will only grow. The projects that succeed will be those that treat early development not as a preliminary step, but as the foundation for long-term success.

 

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

News and Insights

Seven megatrends shaping Power & Energy in 2026

 

The power and energy market has never lacked capital, technology, or ambition. What it has lacked, and continues to lack heading into 2026, is time. Electric load is growing faster than the grid can respond. Policy is moving slower than markets. Interconnection queues are overwhelmed. Communities are more engaged, more skeptical, and more willing to stop projects outright. And capital, while abundant, is becoming far more selective.

This year, success will hinge less on bold forecasts and more on execution discipline. The next cycle will reward projects that are well-sited, grid-aware, and realistically deliverable – and punish those built on outdated assumptions.

From Atwell’s vantage point, working across generation, storage, transmission, and large-load infrastructure nationwide, seven megatrends are already reshaping where capital flows and which projects get built.

1. Load growth is real – but geography & timing matter more than headlines

There is no longer serious debate about electricity demand growth. Data centers, AI workloads, electrification, reshoring, and population growth are pushing the system harder than it has been pushed in decades. The Department of Energy (DOE) estimates that data centers alone could increase national electricity consumption by 7-12% by the end of the decade, with the vast majority of that growth concentrated in a limited number of regions rather than spread evenly across the country.

What remains misunderstood is where and when that load actually materializes.

Load growth is highly concentrated, often delayed relative to announcements, and dependent on transmission availability, permitting, water access, and local political alignment. Some regions are pulling ahead quickly. Others, despite strong demand signals, are constrained by grid and siting realities.

For developers, chasing theoretical demand is no longer sufficient. Projects must be aligned with real, executable load pathways, not just macro forecasts.

2. Interconnection has become the primary value driver

Interconnection is no longer a back-office engineering exercise. It is the single biggest determinant of whether a project moves forward and whether it makes money. Small changes in interconnection cost or timing can shift project breakevens materially. Upgrade uncertainty has become one of the top reasons projects stall or die after site control.

In several organized markets, interconnection timelines that once measured in months are now stretching to five to seven years for new generation, fundamentally altering development sequencing and project economics.

In many markets, developers are forced to make go/no-go decisions before definitive interconnection outcomes are known. That elevates the importance of queue-congestion analysis, upgrade sensitivity modeling, and understanding where storage or hybrid configurations can mitigate grid impacts.

Good land without grid advantage is increasingly stranded. Projects that integrate grid realities early are pulling ahead.

3. Solar cannibalization and storage saturation are structural, not cyclical

Merchant assumptions that worked five years ago are breaking down. In high-penetration solar markets, cannibalization is no longer theoretical, it is structural. In the Electric Reliability Council of Texas (ERCOT) North load zone, rapid solar buildout has materially compressed midday pricing, eroding merchant revenues even as total generation capacity continues to grow.

Storage faces a similar reality. Early battery projects captured outsized arbitrage returns, but saturation is already reducing those returns in mature markets.  In the California Independent System Operator (CAISO), increasing battery penetration has driven arbitrage revenues down as competition for the same price spreads intensifies.

This doesn’t mean solar, or storage, are poor investments. It means:

  • Location matters more than ever
  • Revenue stacking must be realistic
  • Modeling must explicitly account for saturation

Projects that ignore these dynamics will underperform. Projects designed around them will continue to attract capital.

4. Storage is the backbone of new power markets – and it comes with new risks

Battery storage is no longer optional. In many regions, it is the economic and operational backbone of new power development.

In 2025 alone, more than 40 giggawatt-hours (GWh) of battery storage was installed in the U.S., with most of that capacity concentrated in CAISO and ERCOT – accelerating both grid flexibility and market saturation.

Storage supports interconnection, manages congestion, smooths intermittency, and enables hybrid configurations. It is also increasingly central to how utilities and large loads think about reliability.

But storage introduces new risks that must be addressed early:

  • Availability and outage risk directly impact revenue
  • Fire codes, setbacks, and safety concerns can halt projects
  • Foreign Entity of Concern (FEOC) compliance and supply-chain uncertainty affect cost and timing
  • Community opposition to Battery Energy Storage Systems (BESS) is increasing

Treating storage as a simple add-on to solar is no longer viable. BESS siting, permitting, and community engagement are now distinct disciplines, and failures in any one of them can derail otherwise strong projects.

5. Data centers are no longer just offtakers — they’re infrastructure partners

One of the most significant shifts underway is how data centers engage with power markets. These customers are creditworthy, often price-insensitive relative to reliability needs, and increasingly willing to co-locate or sponsor generation. Power is no longer an ESG checkbox – it is mission-critical infrastructure.

This shift is most visible in markets such as Northern Virginia, Texas, and parts of the Midwest, where data center demand is reshaping interconnection strategy, site valuation, and development timelines.

Value is moving toward powered land, load-adjacent generation, hybrid front-of-meter and behind-the-meter configurations, and partial islanding models. Developers who understand this shift can unlock new offtake pathways. Those who don’t will struggle to place projects that no longer fit buyer needs.

6. Policy uncertainty isn’t killing projects — it’s killing schedules

Federal policy uncertainty around tax credits, FEOC guidance, permitting, and tariffs is real. But it is not causing widespread project cancellations. What it is doing is elongating timelines and increasing execution risk.

State-level divergence adds another layer of complexity. Some jurisdictions are accelerating capacity additions. Others are increasing scrutiny, particularly around affordability and community impact.

The practical effect is a widening gap between projects that can start construction in 2026 and those that slip into later years, where both pricing and capital availability become far less certain.

The result is a market where speed matters more than ever.

7. The next cycle favors execution discipline over scale

Capital is abundant  but it’s impatient. The market is bifurcating between projects that are executable in the near term and those that are not. Scale alone is no longer enough.

Hybridization is emerging as the default delivery model – combining solar, wind, storage, and, in some cases, natural gas. New greenfield gas faces timing and permitting challenges, while nuclear and Small Modular Reactors (SMRs) remain part of the long-term solution set but face economic and schedule hurdles that limit near-term deployment.

The projects that succeed in 2026 will be those designed around what can be built, not just what looks good on paper.

Where Atwell fits in a market that punishes uncertainty

As these megatrends converge, one thing is clear: the power market is no longer forgiving of late-stage surprises.

Projects no longer fail because the technology doesn’t work. They fail because risk shows up too late – in interconnection, permitting, community response, or execution timing. By the time those issues surface, capital has already moved on.

This is where Atwell’s role has evolved.

We are not just helping clients determine whether a site is technically developable. We are helping them answer whether it is financeable, executable, and aligned with where the market is moving – before significant capital is committed.

That means integrating disciplines that have historically been treated separately:

  • Siting and land strategy, informed by grid and market realities
  • Interconnection intelligence, including upgrade sensitivity and timing risk
  • Policy and permitting risk, evaluated alongside engineering feasibility
  • Community and stakeholder dynamics, addressed early rather than reactively
  • Execution planning, with speed-to-construction treated as a core value driver

In today’s market, those elements cannot be sequenced – they must be designed together.

Speed and certainty are the new competitive advantages

Capital is still available. What’s scarce is confidence. Investors, utilities, and large loads are prioritizing projects that can move quickly with fewer unknowns. The difference between a project that is “possible” and one that is “ready” has never been more valuable.

Atwell’s advantage is helping clients reduce that gap.

Because we work across power generation, storage, transmission, and large-load infrastructure nationwide, we see friction points early – interconnection constraints, permitting triggers, community risk, or schedule killers – and help clients design around them before they become fatal.

In practical terms, that means:

  • Avoiding sites that look good on paper but are unlikely to clear grid or permitting hurdles
  • Prioritizing jurisdictions and configurations where timelines are predictable
  • Structuring projects to be resilient to policy uncertainty rather than dependent on it
  • Supporting hybrid and load-adjacent strategies that reflect how power is being procured today

This approach doesn’t eliminate risk. But it moves risk forward, where it can be managed – instead of discovered after time and capital are already sunk.

A market that rewards realism

In 2026, the power and energy market is entering a phase where realism matters more than optimism.

Projects will continue to be built. Capital will continue to deploy. But the winners will be those who align early with grid reality, policy constraints, and end-user demand – and who can execute with speed and discipline.

That’s the work we are focused on at Atwell: helping clients navigate what’s next, not by chasing headlines, but by building projects that can get across the finish line.

About the Author

Jason Utton

Senior Vice President

Senior Vice President of Atwell’s Power Group, Jason Utton has been developing renewable energy projects for more than 17 years, with experience in wind, solar, and battery storage projects across the country. He currently provides large scale investment and development clients with business goal setting, renewable portfolio optimization, and capital deployment strategies.

News and Insights

The pillars of exceptional client service: Trust, transparency, and teamwork

 

In the engineering and environmental consulting world, technical expertise is table stakes. What truly differentiates exceptional service is the ability to build trust-based relationships that anticipate client needs and deliver seamless support across geographic boundaries and project phases.

For Michael Keith, Project Manager at Atwell, this philosophy has transformed relationships into national partnerships that exemplify the power of collaboration. As projects often represent multiple year commitments, he believes that clients need to know that their project leaders are always engaged and truly understand their goals.

From regional success to national expansion

Keith’s journey with a community solar client began five years ago in Illinois, where he methodically built trust through consistent performance and responsive communication. The relationship didn’t develop overnight—it was the result of steadily doing the right thing, project after project, year after year.

When that same client decided to expand into the Mid-Atlantic states, they returned to Keith with a question that speaks volumes about the relationship he’d cultivated: “Can we take what we’re doing in Illinois and work with your Mid-Atlantic offices?”

The power of institutional knowledge and continuity

This is where Atwell’s integrated, cross-regional structure creates measurable value. Keith didn’t need to hand off the client to a completely new team. Instead, he became the bridge, carrying institutional knowledge from Illinois to new markets while connecting the client with local expertise.

Keith explains. “They can send us a development plan, and we know exactly how they like to receive information and what works within their systems. It took years of refining to get there, but now my team can cover everything they need without them having to even ask.” Keith and his team know the client’s design standards, their financing requirements, and even the specific documentation their financing partner expects to see. This knowledge prevents costly rework and delays.

Consider one example: Keith ensures that eagle and migratory bird evaluations are included upfront, even when they’re not explicitly required for local approvals. Why? Because he knows the client’s financing partner will request this documentation later in the process.

Creating a culture of responsiveness

Keith’s approach to client service is defined by responsiveness and transparency. He strives not to let emails sit for more than one business day, maximum, setting a standard that builds confidence even when immediate answers aren’t available. Creating a team that is deeply connected allows clients to feel confident that things won’t slip. With his colleagues, communication is at the core of client service. “It’s about creating ownership,” Keith says. “I try to bring in other project managers from the start and make it clear: this isn’t my client; this is our client.”

Navigating regional differences

One of the challenges in multi-state projects is understanding how regulatory requirements vary by location. Keith leverages local expertise to navigate these differences effectively. In Illinois, stormwater management focuses primarily on flood prevention. In the Mid-Atlantic, Chesapeake Bay ordinances add layers of water quality requirements that Illinois engineers might not immediately understand.

Rather than forcing one office to learn unfamiliar regulations from scratch, Keith facilitates collaboration. “Anyone can engineer a plan and make water run downhill,” he notes. “But if my Illinois engineers are suddenly dealing with phosphorus removal requirements, they’re reading ordinances for the first time. The Maryland team has spreadsheets ready and can complete the work more quickly.”

This resource-sharing approach ensures clients receive expert service regardless of project location while preventing inefficiencies that inflate costs and timelines.

The support that makes the difference

“It’s the personal touch you give to your clients. All engineers in any company are smart and competent at what they do, but it’s the individual relationships that make the difference and that is what we focus on,” says Keith.

The Atwell approach, national strength, and cross-regional capability are advantages but it’s individual project managers who transform that capability into lasting partnerships. Keith’s clients trust that when they reach out, they’ll get a rapid response, thoughtful guidance, and solutions that reflect a deep understanding of their business.

Keith’s approach demonstrates what strategic partnership looks like in practice. It’s about building relationships that expand naturally as clients grow and as trust deepens. It’s about creating seamless transitions between teams and geographies, so clients experience consistency even as project locations change.

Most importantly, it’s about making the client’s concerns your own and carrying knowledge forward, so every interaction builds on what came before.

In an industry where technical competence is assumed, this commitment to relationships, responsiveness, and collaboration is what transforms good service into an exceptional partnership as clients work with Atwell.

About the Author

Michael Keith

Project Manager

Michael has spent over 20 years solving complex issues in the civil engineering, land development, and renewable power industries by leveraging knowledge of construction and design to create a product that is seamless during construction. He specializes in land development and site civil design in both commercial and residential development and has led engineering teams through the design of site plans, rezoning of properties, drafting preliminary plans, and performing feasibility studies. He works with reviewers, clients, and development team members to ensure projects are delivered on time and on budget. He is also well versed in the implementation of construction inspections and working with contractors to improve field construction issues. 

News and Insights

The 4 Ps of data center development: Power, policy, place, and partnership

By James Hall, Executive Vice President of Special Projects, Atwell, LLC

The demand for digital infrastructure is accelerating at a pace few could have predicted even a decade ago, and data centers sit at the heart of this growth. The success of data center projects depends on how developers anticipate and address two challenges from the very start: access to reliable power and the complexities of regulatory requirements.

These issues are not always the most visible during early planning, but they are almost always the ones that determine whether a project advances smoothly or stalls. Atwell’s integrated approach of combining utility relationships, environmental expertise, and regulatory navigation under one roof gives developers the strategic advantage they need to stay ahead of the data center surge.

Power: Why planning for power and energy comes first

A data center is only as strong as the energy source that supports it. Power is the lifeline of these facilities, and without a robust energy plan, even the most promising sites can quickly fall short.

What makes this challenging is that every region has its own limitations. Some areas face tight transmission capacity, while others may offer ample power today but little room for future expansion. Pricing structures and long-term availability also vary widely. For organizations planning a data center, the question isn’t just, “Is there power now?” but rather, “Will there still be enough 10 years from now?”

The best outcomes I’ve seen come from approaching energy planning as part of the earliest feasibility studies. That means working with utilities, engineers, and planners to understand not just current supply but also the trajectory of regional growth. Because Atwell has relationships with some of the top utility companies both nationally and regionally, we are able to properly plan for energy as soon as possible when it comes to data center development. When clients take this type of long view, they’re far less likely to face surprises down the road. Our early involvement doesn’t just reduce risk; it compresses project timelines by identifying solutions before they become problems or delays.

Policy: Navigating the regulatory maze with an early strategy

If power is the lifeline of a data center, then regulatory approvals are the gatekeepers. Zoning, permitting, environmental reviews, and utility coordination all need to line up before construction can begin. Each of these steps is governed by a mix of local, state, and federal rules, and none of them can be skipped.

This process is rarely simple. Timelines are often longer than expected, and requirements can shift with new policy priorities. Sustainability goals, for instance, are shaping regulations in ways that were not on the radar a few years ago. Communities are also asking tougher questions about how data centers fit into their long-term vision for growth.  Community opposition has and can reroute projects, and this opposition can extend across neighborhoods and state lines quickly. Navigating regulations in the future will involve community engagement as well as regulatory.

The lesson here is that regulatory planning is not something to leave until after a site is chosen; it has to be part of the initial strategy. Understanding the regulatory climate early, from who the decision-makers are to what the community values to where the pressure points lie, helps reduce risk and build momentum.

Place and partnership: Where local knowledge and relationships become a competitive advantage

Both power and regulatory issues are deeply tied to place, but they’re also tied to people. That’s where partnership becomes the fourth critical element—and where Atwell’s approach creates real differentiation.

Communities have their own networks of decision-makers. A permitting path that looks straightforward on paper may be complicated in practice due to conflicts, infrastructure constraints, or environmental sensitivities. On the flip side, opportunities sometimes exist that aren’t obvious to those unfamiliar with the area, such as planned utility upgrades or community initiatives that align with data center investment.

What I’ve found consistently is that our existing relationships, whether with utility executives, regulatory officials, or community leaders, often determine project velocity more than technical specifications. When we’re already a trusted voice in those conversations, our clients benefit from shortened timelines, proactive problem-solving, and access to information that isn’t always publicly available.

This is about being seen as a strategic partner rather than another consultant, not just having contacts. Our clients benefit from relationships we’ve built over decades, local knowledge that can’t be Googled, and the kind of credibility that comes from a track record of successful projects in the region.

The data center industry moves too quickly to build relationships from scratch on every project. When we can leverage existing trust and local knowledge, we extend our client’s reach into communities where they need to succeed.

Staying ahead of the curve in data center development

The data center industry is exploding. The challenges of site selection, power availability, and regulatory approval are becoming more complex as demand increases. That makes it more important than ever to focus on the fundamentals: securing reliable power, navigating regulations with foresight, and understanding the local context. These are not just technical details—they are the foundation on which every successful data center rests. I foresee the following as necessary factors to have in place to keep up with the pace of the industry:

  1. Hyper-scalers will need speed and scale.
  2. Enterprise clients will need reliability and compliance.
  3. Edge operators will need local knowledge and rapid deployment.
  4. Land developers will need the flexibility to position themselves for any of the above.

As the industry evolves, so will the strategies required to deliver these resilient and future-ready facilities. But no matter what changes lie ahead, the three cornerstones—power, regulation, and local knowledge—will continue to shape the path forward.

Learn more about Atwell’s capabilities nationally and locally in mission critical land development consulting here.

About the Author

James Hall

Executive Vice President of Special Projects

James Hall leads the execution of several corporate projects at Atwell, including mission critical, organic client growth, and strategic recruitment. With more than 25 years of experience, his expertise spans across real estate and land development, power and energy, and oil and gas markets.

News and Insights

The infrastructure imperative: Access to power and connectivity drive data center location decisions

 

By Courtney Schmidt

The data center boom is well underway, but all expectations point to an even greater need for new facilities and significant growth in capacity in the coming years and beyond. According to research by McKinsey & Company, global demand for data center capacity is expected to grow at an annual rate of 19% to 22% through 2030. Even at that pace, their analysis suggests the supply of power may fall significantly short of demand.

One of the primary challenges that could limit the acceleration needed to support demand is the availability of appropriate land for data center development within proximity to available power load. The process of land identification and qualification is not as simple as finding open acreage. Many factors play a critical role in selecting and acquiring the right location.

Key considerations in land acquisition

“Every developer will want to identify a location that has available power and fiber. Those are the two biggest things that are universally desired,” said Courney Schmidt, Vice President at Atwell. “Other considerations include a stable climate with lower natural disaster risk, scalability, and a positive regulatory environment in a region helps.”

Developers should think through the following when considering a location for a data center:

  • Defining requirements and infrastructure: What is needed in terms of capacity, connectivity, and footprint
  • Location, location, location: Zoning requirements and regulatory requirements play a key role in the consideration process
  • Environmental impact considerations: Are there advantages or risks in the terrain of the particular location? What will be needed for any environmental impact studies or permits?
  • Title or survey issues: Are there any barriers or concerns that can be identified early in the process? Are there title issues that could present challenges?
  • Evaluation of the surrounding area: Is there talent available to support the project? Are there any risks that pose a threat to the success of the project? (ex. hazardous materials nearby, surrounding traffic issues, flooding/severe weather potential, etc.)

Regional differences play a role as well. Markets that have seen strong interest and growth from a data center perspective include Michigan, Ohio, Georgia, and Texas. Some states in the U.S. have been more aggressive in terms of seeking development and offering incentives or regulation that makes land use for data centers more appealing to developers.

Shift toward land banking and speculative acquisition

To get ahead of accelerating demand, many developers are engaging in land banking by purchasing and holding sites for future use well before development is imminent. This approach allows for strategic positioning in high-demand regions where infrastructure expansion is anticipated. In some cases, land is being acquired speculatively before zoning approvals, utility access, or entitlements are secured. While this introduces a greater degree of risk, it also offers a significant first-mover advantage in emerging or underserved markets.

The Atwell advantage

Atwell can work effectively in multiple ways to assess and connect the pieces in a data center development puzzle.

A developer may come to the company with an expressed need and a goal of looking at viable sites within a particular region. They have a reason they want to be there which might be because of the availability of power or positive interest in adding development projects there. Atwell’s land acquisition teams serve as strategic partners in identifying and evaluating land opportunities, leveraging our nationwide presence and local market expertise. We provide critical analyses throughout the acquisition process, including environmental assessments, power availability, and risk mitigation to help clients select the optimal site for their project.

In some cases, our client is the landowner, often a residential or commercial developer with a portfolio of properties acquired over time. They’re seeking to unlock the highest value from their holdings but may be uncertain if data center development is a viable or optimal path.

Atwell brings strategic insight to help assess current market conditions, infrastructure alignment, and risk factors to determine whether data center deployment is a compelling and competitive use for their land. “Our advantage at Atwell is that we have our three business lines, traditional land development, power and energy, plus oil and gas, and those are the major strains for the data center industry today. We have the ability to not just be an advisor on land, but also to analyze the viability of developing on that land from a power perspective. It’s a uniqueness that we can bring to the table for clients in this market,” said Schmidt. “We also have a bigger picture view and set of experiences that can support clients through their entire journey. We lead with power design and engineering, electrical or natural gas, with a focus on speed, reliability, and integration. From concept through execution, we manage the critical power elements that keep data center projects moving.”

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

News and Insights

Behind the Panels: An Insider’s Look at Solar Development and Community Benefits

 

The latest installment in the Resilient Communities Webinar Series brought together industry expertise and community voices to explore the intersection of utility-scale solar development and local community benefits. This collaborative effort between Prairie Rivers Network and University of Illinois Extension continues to build capacity for communities navigating energy and environmental funding opportunities while fostering inclusive approaches to clean energy development.

A people-centered philosophy

Our own Danielle Peoples, Project Director, is a featured panelist focusing on a human-centered approach to stakeholder engagement on solar development projects. She highlights a simple but powerful principle, noting, “Every project sits in someone’s community. People live next door, pass by it daily, and deserve to be informed and heard.”

Behind the Panels: An Insider’s Look at Solar Development and Community Benefits - 08 19 2025

Strategic engagement framework

Danielle outlined her comprehensive approach to supporting solar developers through three key phases:

  • Early engagement: Rather than waiting for formal permitting processes, she advocates for early outreach to landowners, neighbors, local officials, and community groups from the project’s earliest stages. This proactive approach helps identify potential concerns before they become obstacles.
  • Communications planning: Recognizing that no two communities are identical, Projects require tailored engagement strategies for each location. These might include traditional public meetings, intimate small group conversations, or one-on-one “kitchen table talks”, whatever format best serves the specific community’s communication preferences and culture.
  • Transparency and responsiveness: Complex solar development projects are made accessible through clear, consistent messaging. Peoples emphasizes addressing concerns head-on rather than avoiding difficult conversations, maintaining transparency throughout the development process.

The critical follow-through

Danielle notes that community engagement doesn’t end with project approval. Danielle stresses that “trust built equals trust tested”,  local approvals and good neighbor agreements represent genuine commitments to communities and not just regulatory checkboxes. This long-term perspective on community relationships sets apart developers who truly invest in their communities.

Community perspectives

The webinar balanced industry expertise with authentic community voices. Wade Halva from Faith in Place provided Southern Illinois regional context on community outreach, while Cody Cusic from Eldorado Community Unit School District #4 shared firsthand experience of how solar projects can support local priorities and contribute to meaningful economic development in rural communities.

These discussions highlight that the future of renewable energy development lies not just in technological advancement, but in the quality of human connections and community trust that make these projects possible and sustainable over the long term.

News and Insights

Federal environmental policy updates: Strategic considerations for development projects

 

By Bourke Thomas, Vice President at Atwell

Over the past several months, the U.S. Department of the Interior (DOI) has issued two key policy memoranda that directly affect the development and operation of wind and solar facilities—both on public and private lands.

Additionally, in April 2025, the U.S. Fish and Wildlife Service (USFWS) and National Marine Fisheries Service (NMFS) proposed rescinding the current regulatory definition of “harm” under the Endangered Species Act (ESA). The public comment period closed on May 19, 2025, with over 357,000 comments submitted.

These three issues are timely and of significant importance to many different audiences throughout the United States. Our environmental experts here at Atwell are closely watching the regulations and actively working to support our clients and the full industry as we collectively navigate the likely outcomes and implications on continued project development within the renewable energy space.

Understanding the changes

Permit delays – DOI Wind & Solar memo

The Department of Interior (DOI) now requires federal review of 69 different types of wind and solar activities. This includes environmental studies, permits, wildlife consultations, and coordination with Native American tribes.

This affects projects on federal land and while projects on private land will generally not be impacted, some private land projects that need federal permits would fall in this category.

What are the likely outcomes based on these changes:

  • Impacted projects will take longer to get approved
  • The federal government will be more thorough in reviewing projects
  • Rules are unclear, creating uncertainty for developers
  • Companies should start talking with agencies early to avoid delays

Wind owners and eagle permits – DOI Bald and Golden Eagle Protection Act (BGEPA) memo

The federal government is auditing all permits that could disturb and impact eagles, particularly during nesting season. The U.S. Fish and Wildlife Service has been instructed to review and refer potential violations for legal enforcement.

What wind project leaders should do now:

  • Review all  wind projects that might impact eagles
  • Check if permits are up-to-date and properly followed in all instances
  • Gather all documentation on pre- and post-construction studies, resource reports, agency correspondence, and work with environmental/wildlife planning professionals now, prior to initiating work on any future projects

Proposed ESA “Harm” definition change

The proposed changes would remove the definition of “harm” which currently includes habit modification. Actions that impactor degrade habitat would not automatically be considered a violation of the Endangered Species Act (ESA).

While this proposed change is not limited to renewable development, it could significantly reduce ESA-related permitting risk for solar projects, particularly in cases involving tree clearing and impacts to potentially suitable habitat for federally listed bat species.

State-level protections still apply and may vary widely, requiring local expertise and understanding to navigate appropriate options. In addition, regulatory inconsistency may lead to permitting uncertainty or litigation as enforcement implications are determined in real-world situations. Based on these factors, companies may consider reassessing assumptions around permitting thresholds and impact analyses.

Steps you can take now:

  • Conduct state-by-state ESA risk assessments
  • Maintain strong habitat and wildlife documentation as a best practice
  • Monitor the final rulemaking outcome and potential legal challenges

How to navigate the path forward in these evolving times

These policy shifts represent a notable change in how federal agencies regulate renewable energy development. While the full impact remains uncertain, what is clear is that greater regulatory complexity and delay are likely in the near term.

These changes create uncertainty. We understand that uncertainty creates risk. Our goal is to help clients, of all sizes and business needs, to navigate the change and create the personalized strategies that you will need to continue to move forward.

Right now, for example, the USFWS  IPaC project planning tool  to help in the environmental review process is no longer available to satisfy formal consultation requirements with federal agencies and may impact review during project financing without a significant level of environmental due diligence documentation. It’s a challenge that is forcing developers to alter how they might approach their planning process. However, for many private land projects, the impact may actually be negligible as not all development efforts will be impacted by the changes.

Our team can be a resource to help clients create the right strategy for navigating the new rules. If IPaC was often used to demonstrate a lack of risk for endangered species for federal, state, and local agencies as well as financing partners, this means we need to approach it differently but it’s not a barrier. Let’s spend our efforts de-risking the projects from a wildlife perspective and let our technical experts create the data needed to move forward.

We are committed to supporting our clients through proactive guidance, permitting strategy, and technical expertise across the country to ensure your long-term project viability.

About the Author

Bourke Thomas

Vice President - Environmental

Bourke has 20 years of experience in natural resources and environmental consulting and manages the overall Environmental practice at Atwell. His expertise includes local, state, and federal permitting and compliance; Threatened and Endangered Species (TES) surveys; wetland monitoring; vegetation and wildlife habitat assessments; and feasibility studies.

News and Insights

10 forces driving new demands in energy and the role program management plays in long-term success

 

By Tracey Dubuque and Jason Minock

The energy market is undergoing a lot of upheaval and rapid change. Every day, new technologies, evolving regulations, and shifting consumer expectations are changing the way projects need to be developed and delivered. For project stakeholders, this means there is more pressure than ever to move quickly, stay flexible, and still meet high standards of transparency and accountability. With development becoming more complex and more nuanced, the ability to pivot and lead with clarity will be crucial through shifts in the market.

As seasoned program management leaders on a team with decades upon decades of experience, we’ve seen the market ebb and flow and take unexpected turns before. However, not every developer is equipped with experienced program managers who know how to anticipate changes, analyze potential effects, and quickly pivot into a more beneficial direction. And that’s exactly where program management can make a difference: as the linchpin that holds together and maintains long-term success.

What’s driving these changes in the market?

The shifts happening across the power and energy industry are reshaping how projects come to life. Here are 10 of the biggest forces creating new demands for developers and utilities today:

1. Soaring electricity demand from AI, data centers, and electrification

Big Tech’s surge in AI deployments is driving electricity demand from about 4% increase in 2023 to an estimated 6–12% by 2028, according to the U.S. Department of Energy. This can potentially put a serious strain on power infrastructure. Utilities and developers are rushing to upgrade systems, deploy flexible tech, and strategically site projects to manage the new load.

2. Nuclear resurgence and gas resilience

Nuclear is back on the table in a bipartisan way, but under the One Big Beautiful Bill (OBBB) especially, it’s being accelerated as a baseload solution. Gas remains the fallback for reliability. Together, they’re creating different dynamics for developers outside of the old “coal vs renewables” framing.

3. Policy changes and rollbacks

Shifts in subsidies, tariffs, and tax incentives are shaking up project economics, sometimes mid-stream.

4. Political and regulatory turbulence

Regulations at the federal, state, and local levels are shifting more often, creating a turbulent policy environment where projects will need to adjust and move quickly.

5. Grid flexibility and load management

As renewable generation fluctuates, operators are learning to modulate output in order to balance grids more effectively.

6. More complex permitting due to higher expectations

Local approvals can take longer and feel more uncertain due to higher expectations of community engagement and consistent trust-building among stakeholders.

7. Accountability shifting to ROI

Investors, communities, and stakeholders want proof of real returns and job creation, not just sustainability scores. Under the OBBB, the emphasis is on showing value to ratepayers and local economies, making program managers the ones who can translate project impacts into hard numbers.

8. Oil and gas supply fluctuations

Fossil fuels and natural gas availability and access, affected by geopolitical dynamics, impact costs throughout the entire energy sector.

9. Reshaping the idea and location of markets

Ideas like “powershoring” (relocating businesses to places with more cost-effective clean energy) and local flexibility markets are gaining traction.

10. Affordability and reliability as voter-driven priorities

Consumers (and voters) are much more vocal about cost-of-living and reliability. This puts pressure on utilities and developers to deliver projects that don’t just look good on paper, but keep rates stable and power flowing—a very partisan tension point today.

In the midst of these shifts in the market (which can slow momentum, dissolve confidence, and create confusion) is where program management shines.

The power of program management in a shifting market

An effective program management strategy should be centered around one clear goal: to bring structure and consistency to inherently dynamic development cycles. We subscribe to a method that starts with a deep understanding of our client’s unique program needs and extends across every decision and milestone.

From prospecting, feasibility, and siting to due diligence, entitlements, and construction, it’s necessary to look at the full picture and align every decision along the way—not just one piece at a time. Doing so ensures that nothing falls through the cracks. Creating a structured approach with end-to-end ownership creates a single point of accountability for your program, which is a critical factor when speed and efficiency are non-negotiable.

The best kind of project management is relationship management

When we manage programs, we do more than provide a service; we are your advocates. We are reliable advisors, helping you stay focused on your strategic goals. We are an extension of your team, helping you anticipate challenges and coordinate across disciplines.

Because Atwell isn’t structured around profit centers, we aren’t limited by rigid internal structures. Our teams are empowered to work across disciplines and geographies to deliver the right solutions. Something we do well that other program management plans may lack is that we have a true knack for bringing the right people with the right expertise to the table at the right time. We know how to align teams with purpose in order to build trusted relationships that drive long-term success.

A program management team is your partner for what’s now, and what’s next

With the seemingly never-ending shifts in the market, you’ll want a team with a vast range of expertise and technical know-how. But more than that, you’ll need a partner with an established development lifecycle framework and a collaborative, agile culture. We’ve built teams that thrive in ambiguity, forecast future market pressures, and act with precision to keep your program moving forward, no matter how the market evolves. These are qualities that fare well under the pressure of market changes.

The market shifts we listed above are just the beginning; you can expect the energy market to keep changing and evolving. The question isn’t when you will adjust, but how? With a solid program management team in your corner, you’ll be able to transform today’s challenges into tomorrow’s momentum.

About the Author

Tracey Dubuque

Vice President

Tracey supports the strategic growth, operational management, and client relationship development across the renewable energy sector at Atwell. With 26 years of experience ranging from a professional civil engineer and project management to program manager, she applies her expertise toward providing program management oversight for extensive, multifaceted development programs.

About the Author

Jason Minock

Senior Development Manager, Renewables

Jason has 25 years of experience in land planning and development for real estate and energy developers. He currently oversees the program management for one of Atwell’s largest energy clients.

News and Insights

Why Program Management is the competitive edge developers need to stay ahead of industry trends

 

By Courtney Schmidt and Chase Pelletier

In an era where speed to market and strategic foresight are defining competitive advantage, staying ahead of industry trends requires much more than following the news. Understanding these concepts can be the difference between being a leading force in the industry or lagging behind. For those of us working in land and infrastructure development, staying ahead means building proactive, scalable systems through a well-structured program management approach. This will be essential for enabling smarter decisions, reducing risk, and unlocking value from day one.

Integrating program management into land strategy isn’t just a best practice anymore—it’s essential to staying ahead of the game.

The power of Program Management in land strategy

At the heart of every successful development program lies a sound and solid land strategy. This strategy comes with the knowledge that land is more than just real estate; it’s a living, complex, dynamic asset that requires foresight, data, and human connection to be fully understood and maximized.

Before jumping straight into land strategy, program management helps teams pause and ask the right questions with an intentional strategic focus, such as:

  • Where are we looking?
  • Why are we looking there?
  • What are the potential constraints, and how early can we identify them?

These questions must be addressed up front, and that’s where program management becomes a competitive advantage. It’s the difference between scrambling to play defense and dictating the pace of the game. Program management ensures the right questions are asked, the right data is collected, and the right risks are surfaced before critical decisions are made.

Data, conversations, and context: The winning formula for finding the right land

While desktop research provides a foundational view of potential sites, it’s not enough on its own. What sets a programmatic approach apart is its emphasis on blending real-time, in-the-field intelligence with digital data. This can mean:

  • Live, direct conversations with landowners to gain unfiltered insight into site readiness, owner sentiment, and local dynamics
  • Continuous data collection that feeds back into client discussions, enabling informed, strategic development decisions that are proactive as opposed to reactive
  • Spotting red flags early and understanding possible constraints that could derail a deal or delay timelines, such as infrastructure capacity, zoning risk, or community sentiment

The truth is simple: land decisions are only as good as the data and conversations behind them. Program management helps formalize both into repeatable, scalable workflows.

Early-stage land support is built on collaboration

Land support is not just a task; it’s a process of building alignment and confidence. By creating a collaborative work experience in the early phases of acquisition, teams can ensure that each function—real estate, entitlements, engineering, and environmental—is rowing in the same direction.

This type of collaboration sets the tone for the entire development lifecycle. It gives clients confidence that their program is being managed holistically with foresight and intention, and not in isolated transactions.

The result? Faster handoffs, reduced friction between teams, and a shared commitment to achieving milestones that matter.

Risk management starts early, and it’s a team sport

One of the easiest mistakes to make in early-stage land acquisition is overlooking risk mitigation. Using GIS tools, constraint maps, environmental overlays, and utility proximity assessments well before contracts are signed gives teams the ability to:

  • Spot red flags early and avoid sunk costs on nonviable sites
  • Make informed tradeoffs by knowing which risks are tolerable and which are deal breakers
  • Create more predictable, repeatable processes across projects, no matter the geography or asset type

More than just avoiding a bad site, we want to empower clients to make smart tradeoffs in pursuit of great ones, and that requires early risk management.

Building the future by leading with foresight

By combining real-world conversations with analytical rigor, fostering early and informed collaboration, and embedding risk management at the front of the process, we’re helping clients build with confidence and setting them up to succeed. Establishing this collaborative, early-stage foundation not only gives us a strong start with focused goals, but provides a solid framework to stay ahead of industry trends and continue supporting clients as we move further down the development cycle.

Program management is not just about what’s happening today—it’s about unlocking and anticipating what comes next.

 

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

About the Author

Chase Pelletier

Senior Director

Chase is an established leader in the energy sector with more than 15 years of experience supporting energy projects and land developments, including wind, solar, GIS, land acquisition, and landowner relations.  

News and Insights

How the One Big Beautiful Bill is igniting M&A opportunities in renewable energy, and why due diligence matters more than ever

 

By Tracey Dubuque

When the One Big Beautiful Bill (OBBB) passed in July 2025, it reshaped the renewable energy market and injected it with a sense of urgency, accelerating the phase-down of Investment Tax Credit (ITC) and Production Tax Credit (PTC) incentives. Now, the race is on for developers and investors to move projects into construction before critical deadlines hit.

But with this urgency also comes opportunity. This evolving landscape is triggering heightened merger and acquisition (M&A) activity, from fast-tracked acquisitions to asset consolidations. Companies are reevaluating how, and how quickly, to bring their assets online. In the middle of this whirlwind of market shifts is a calming force that can change the way the OBBB affects clients and business: effective due diligence.

Strategic due diligence leads to confident, informed, timely decision-making

Timing is everything now that the renewables M&A market is heating up fast. Due diligence will be more than a formality; it will be a beneficial necessity. Whether you’re looking to divest pipeline assets, acquire projects with near-term construction potential, or consolidate capabilities, due diligence is going to be the thread that ties every decision together across all stages of a project’s lifecycle. It’s a valuable tool that will help identify risks early, assess viability, and align strategy with reality. When done right, it gives both buyers and sellers the confidence they need to move forward and move quickly.

At Atwell, we’ve supported energy clients through regulatory curveballs and market pivots before. What we’ve learned is simple: Due diligence is not just a single service, but a lifecycle that must start early on and evolve with any energy project.

Due diligence through a holistic lens

As leaders at a firm that offers full-service consulting, we have a tried-and-true process for supporting clients with confidence, precision, and expertise, no matter what new regulatory changes may occur.

When it comes to the energy industry in particular, a comprehensive suite of support services from the beginning of a project to its final phases can ensure a smooth M&A process. Here is an outline of how that process typically unfolds, based on our combined years of experience and knowledge:

  1. Early-stage feasibility and site evaluation. The early stages require groundwork: routing and siting assessments, GIS mapping, and survey support. Our team is also equipped with land services, such as title abstract, landowner outreach, and right-of-way acquisition strategy, coupled with environmental baseline surveys and ecological and biological assessments. This foundation shapes what’s possible in the steps ahead.
  2. Permitting and regulatory compliance. Navigating regional and national permitting is rarely a straightforward process, especially with compressed timelines. You’ll have greater success with a team that manages everything, from permitting support to environmental compliance and mitigation planning to stakeholder and community engagement.
  3. Engineering and technical assessment. Every energy project brings a unique mix of technical demands that require evaluation, including electrical, civil, structural, and mechanical engineering. Atwell’s team runs assessments on everything from high-voltage design to generation system design, including utility-scale solar, wind, distributed generation, and energy storage systems.
  4. Cost estimation and value engineering. With self-performed estimating, in-house cost modeling, and value engineering reviews, we give clients a realistic understanding of the amount of resources they’ll need and identify where efficiencies can be found.
  5. Construction and EPC evaluation. A strong due diligence team should conduct field-level due diligence on permits, prep the site, and evaluate civil and infrastructure readiness. Turnkey EPC (engineering, procurement, and construction) and construction management audits for the schedule, safety, and quality reviews ensure that projects are truly ready to build.
  6. Program management and risk analysis. With the changing regulatory environment and fast-paced industry movement, clients need to feel confident from the beginning to end of a project’s lifecycle. We stay with our clients every step of the way, offering full program integration, identifying risks, managing permitting timelines, and addressing environmental and stakeholder challenges.

Work smarter and see results faster with a tiered due diligence approach

Not every transaction calls for the same needs or timelines. A scalable, multi-level due diligence model is another asset that can be easily customized to meet unique and rotating needs. Atwell’s tiered approach, which applies across multiple services, consists of three levels:

  • Level 1: Go/No-go screen. This is a high-level desktop review to spot potential red flags in permitting, siting, and regulations.
  • Level 2: Intermediate review. A deeper dive into documentation to uncover risks, data gaps, obligations, and environmental concerns.
  • Level 3: Comprehensive review. A full-scale investigation tailored to project complexity, transaction size, or risk profile. It includes additional validation, outreach, and site-specific evaluation.

Once the transaction is done, we don’t wipe our hands of it and walk away. We support new asset owners post-transaction, helping them seamlessly integrate the asset into their portfolio, establish or enhance EH&S (environment, health, and safety) management systems, ensure compliance continuity, and provide guidance on emerging regulatory requirements.

An experienced due diligence team makes the difference in high-stakes transactions

Over the years, our team has designed and permitted more than 1,000 wind farms; supported over 1,000 solar projects; permitted, designed, and surveyed more than 5,000 miles of new transmission lines; and generated more than 50 gigawatts of renewable generation and energy storage in our projects. This amount of deep, intricate experience matters—especially now.

Because of our level of expertise, we’ve been able to provide accurate, timely, and high-quality consulting, which is critical at every stage of due diligence support. Having a nationwide footprint with multidisciplinary teams deployed across North America is also an advantage we have that can help buyers and sellers move quickly in today’s high-stakes M&A environment.

Clients who want to remain competitive need a flexible, cross-disciplinary team in their back pocket with a nationwide presence and a breadth of expertise and insights across all disciplines. Not only is due diligence your not-so-secret weapon, but it’s also your protective armor against unexpected changes and movement in the market.

Our Atwell team is helping clients keep in pace with the market while staying one step ahead of risk. In today’s climate, speed and action are essential, but moving with confidence and certainty is invaluable for unlocking new opportunities.

About the Author

Tracey Dubuque

Vice President

Tracey supports the strategic growth, operational management, and client relationship development across the renewable energy sector at Atwell. With 26 years of experience ranging from a professional civil engineer and project management to program manager, she applies her expertise toward providing program management oversight for extensive, multifaceted development programs.